A Network Perspective on Individual-Level Ambidexterity in Organizations

Michelle Rogan, Marie Louise Mors

    Research output: Contribution to journalJournal articleResearchpeer-review

    Abstract

    Addressing the call for a deeper understanding of ambidexterity at the individual level, we propose that managers’ networks are an important yet understudied factor in the ability to balance the trade-off between exploring for new business and exploiting existing business. Analyses of 1,449 ties in the internal and external networks of 79 senior managers in a management consulting firm revealed significant differences in the density, contact heterogeneity, and informality of ties in the networks of senior managers who engaged in both exploration and exploitation compared with managers that predominately explored or exploited. The findings suggest that managers’ networks are important levers for their ability to behave ambidextrously and offer insights into the microfoundations of organizational ambidexterity.
    Addressing the call for a deeper understanding of ambidexterity at the individual level, we propose that managers’ networks are an important yet understudied factor in the ability to balance the trade-off between exploring for new business and exploiting existing business. Analyses of 1,449 ties in the internal and external networks of 79 senior managers in a management consulting firm revealed significant differences in the density, contact heterogeneity, and informality of ties in the networks of senior managers who engaged in both exploration and exploitation compared with managers that predominately explored or exploited. The findings suggest that managers’ networks are important levers for their ability to behave ambidextrously and offer insights into the microfoundations of organizational ambidexterity.
    LanguageEnglish
    JournalOrganization Science
    Volume25
    Issue number6
    Pages1860-1877
    ISSN1047-7039
    DOIs
    StatePublished - 2014

    Cite this

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    title = "A Network Perspective on Individual-Level Ambidexterity in Organizations",
    abstract = "Addressing the call for a deeper understanding of ambidexterity at the individual level, we propose that managers’ networks are an important yet understudied factor in the ability to balance the trade-off between exploring for new business and exploiting existing business. Analyses of 1,449 ties in the internal and external networks of 79 senior managers in a management consulting firm revealed significant differences in the density, contact heterogeneity, and informality of ties in the networks of senior managers who engaged in both exploration and exploitation compared with managers that predominately explored or exploited. The findings suggest that managers’ networks are important levers for their ability to behave ambidextrously and offer insights into the microfoundations of organizational ambidexterity.",
    author = "Michelle Rogan and Mors, {Marie Louise}",
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    A Network Perspective on Individual-Level Ambidexterity in Organizations. / Rogan, Michelle; Mors, Marie Louise.

    In: Organization Science, Vol. 25, No. 6, 2014, p. 1860-1877 .

    Research output: Contribution to journalJournal articleResearchpeer-review

    TY - JOUR

    T1 - A Network Perspective on Individual-Level Ambidexterity in Organizations

    AU - Rogan,Michelle

    AU - Mors,Marie Louise

    PY - 2014

    Y1 - 2014

    N2 - Addressing the call for a deeper understanding of ambidexterity at the individual level, we propose that managers’ networks are an important yet understudied factor in the ability to balance the trade-off between exploring for new business and exploiting existing business. Analyses of 1,449 ties in the internal and external networks of 79 senior managers in a management consulting firm revealed significant differences in the density, contact heterogeneity, and informality of ties in the networks of senior managers who engaged in both exploration and exploitation compared with managers that predominately explored or exploited. The findings suggest that managers’ networks are important levers for their ability to behave ambidextrously and offer insights into the microfoundations of organizational ambidexterity.

    AB - Addressing the call for a deeper understanding of ambidexterity at the individual level, we propose that managers’ networks are an important yet understudied factor in the ability to balance the trade-off between exploring for new business and exploiting existing business. Analyses of 1,449 ties in the internal and external networks of 79 senior managers in a management consulting firm revealed significant differences in the density, contact heterogeneity, and informality of ties in the networks of senior managers who engaged in both exploration and exploitation compared with managers that predominately explored or exploited. The findings suggest that managers’ networks are important levers for their ability to behave ambidextrously and offer insights into the microfoundations of organizational ambidexterity.

    U2 - 10.1287/orsc.2014.0901

    DO - 10.1287/orsc.2014.0901

    M3 - Journal article

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    JO - Organization Science

    T2 - Organization Science

    JF - Organization Science

    SN - 1047-7039

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